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How the LOGEX Capacity Model provides transparent and incentivising remuneration for Gynaecology Department at Red Cross Hospital  

How the LOGEX Capacity Model provides transparent and incentivising remuneration for Gynaecology Department at Red Cross Hospital  

About the collaboration

The Red Cross Hospital (Rode Kruis Ziekenhuis) in Beverwijk is a general hospital for the Midden-Kennemerland and IJmond region of the Netherlands.

More than 100 specialists work as freelancers and contracted staff at the Red Cross Hospital. More than half of the specialist groups in the Red Cross Hospital are contracted. 

The Gynaecology department treats more than 4,300 unique gynaecological and obstetric patients yearly. The medical specialist staff consists of five contracted gynaecologists.  

The challenge

With the national introduction of integrated pricing and formation of an Integrated Birth Care Organisation (IGO), the Gynaecology specialty group was given the choice to switch to salaried status. This switch was stimulated by the hospital and obstetric partnership (VSV) to ensure optimal organisational cooperation.  

Through discussions with the Board of Directors and insisted on an AMS+ regulation as a condition for the switch from private practice to employment. Next to the regular employment conditions for medical specialists (AMS), we have made additional agreements about quality and productivity.  

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Our solution

We monitor productivity with the LOGEX Capacity Management tool. We also measure the quality of care via nursing quality indicators and NPS/CQ scores of the professional group. Both weigh in for the realisation and the component on top of the conditions in the AMS.  

This agreement applies to the specialists who switched at the time and to new colleagues in the speciality group. 

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Our models give you clarity and control over your operational and financial performance. Clarifying costs and optimising processes will be easier than ever!

Our Impact

  • LOGEX Capacity Model offers the department a realistic and transparent model for rewarding productivity and quality of care.  

  • The speciality group has transitioned from free agency to employment, but because of this agreement, the difference in practice is virtually zero – and the transition has been smooth.  

  • We retain our say and freedom in the organisation of patient care. As a result, there is a great deal of awareness of managing hospital costs and efficiency, among other things.  

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